Performance review metrics

FJRJ1976

Registered
Hello, I am a Supplier Quality tech on the development side of the process. I'm tasked with setting my own performance objectives for the year. My job consists of inspecting tool samples and First articles from our suppliers ( we do not manufacture anything in house ) before they go to market and either passing or rejecting them based on dimensions/finish/packaging....ect.. I also am the lead auditor for our accessory suppliers. However, I have no direction from management on what data they want to get from these audits and they almost seem like they just want me to check the box. Being on the development side, I'm blind to any kind of supplier performance on the front end and the scorecards kept only reflect OTD and spend. My direct customers on a daily basis are the 3 engineering and product development groups I inspect for. Would having them score me on how I serve them be a better way to evaluate my performance? What would they score me on? Some of the projects I work on never make it to market.
 

Ed Panek

QA RA Small Med Dev Company
Leader
Super Moderator
Hello, I am a Supplier Quality tech on the development side of the process. I'm tasked with setting my own performance objectives for the year. My job consists of inspecting tool samples and First articles from our suppliers ( we do not manufacture anything in house ) before they go to market and either passing or rejecting them based on dimensions/finish/packaging....ect..

I would define my stakeholders. People who might approach me if they need to improve something. Off the top of my head that's internal stakeholders and external stakeholders. Internal might include purchasing. engineering, production (if that exists) and operations. External would be purchasing on your supplier end. I would also add in complaints from your customers (end user of product)

Your first objective could be to Gather evidence and determine value-added work I can provide to all stakeholders.

Also add a personal objective to increase your productivity. That can be knowledge, time, attention,etc. Work on that when you're having a $%^$$ day and or when there is a lull in other activities
 
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FJRJ1976

Registered
Who are your internal customers? What do they want from you?
Internal customers would be engineers ( confirm tooling samples are to print and work with suppliers to correct processes to improve quality and consistency). Development procurement ( To inspect and approve kits in a timely manner to get products in stock on time. There's a lot of variables in getting this done, I'm just a small piece of the pie. ). My upper management just wants 4 audits per year right now but I have no direction on who or why ( I've been trying to get this info for 5 years).
 

Randy

Super Moderator
My upper management just wants 4 audits per year right now but I have no direction on who or why ( I've been trying to get this info for 5 years).
Then make it up as you go, the solution is binary, you're either right or you're not.
 

Jen Kirley

Quality and Auditing Expert
Leader
Admin
Internal customers would be engineers ( confirm tooling samples are to print and work with suppliers to correct processes to improve quality and consistency). Development procurement ( To inspect and approve kits in a timely manner to get products in stock on time. There's a lot of variables in getting this done, I'm just a small piece of the pie. ). My upper management just wants 4 audits per year right now but I have no direction on who or why ( I've been trying to get this info for 5 years).
Chances are your management does not know the answer to your question. Start by talking with people: what is going well, what concerns them, what keeps them up at night.

Very often the issues we have in the organization, good or bad (yes - issues can be both good and bad) are impacted by communications or handoffs from others internally. The fancy term for that is interactions. This can go on the a long time without improvement until an auditor comes and 1) Identifies the need then 2) Facilitates actions to address it. During the course of exploring that you might be surprised at how much ground you cover: process design, infrastructure, communications, documentation, resources come to mind.
 

SeanN

Involved In Discussions
In theory, having them score you on how you serve them is the right approach (customer-centricity). Unfortunately, in a similar situation/context that I know, the management doesn't really care about the individual performance review metrics. So, go to Chat GPT and ask for a set. You may see DPPM, On-time delivery or SCAR closure rate just to impress them and make them look professional too. Add some simple things such as "4 audits a year" to be "Measurable". Submit and see their feedback then fine-tune. I doubt that you will get any. Good luck.
 

Ed Panek

QA RA Small Med Dev Company
Leader
Super Moderator
Another to view this is "What do they _really_ want from this position?" To drive real change? To look like it's driving real change? To satisfy one customer? To keep an ISO certificate on the wall for customers and investors or possible buyers of the company?

If there is latitude here ask another question. What do I want out of this position? Where is my resume lacking? If they are so hands-off they don't care then start adding to your resume for the future. Experience is experience and saying it was your idea is even better
 

Bev D

Heretical Statistician
Leader
Super Moderator
So I see several red flags here. Performance metrics and targets should be assigned by your supervisor and align with the purpose of the job. They should also be equitable across the organization commensurate with job responsibilities, grade level and compensation. Any metrics that have multiple input factors across several employees and departments must be truly shared. Asking you to come up with these is wrong. It is not equitable and there is no clear link to the organization success or the job’s place in the realization. It could be used against you or for you at the expense of others based on your supervisor’s whims…

That said if you must, keep it simple and reasonably within your control to achieve. For example: you will complete 90% of all inspections within 24 hours of arrival (also state some max inspection load cuz if they dump 100 inspections on you that will take 2-3 hours each you are doomed).

Now personal development goals are a different thing altogether…these should come from you and your career aspirations but be agreed upon with your supervisor and the organization’s ability to support.
 

Steve Prevette

Deming Disciple
Leader
Super Moderator
Generally I suggest looking top down first - what are the goals objectives of the corporation and how do they flow down to you - and how do you "know" you are contributing to the success of the company.

Then I suggest you go to the grass-roots and say - what are the data I am currently collecting and what can I make use of to tie to the higher level objectives.

I have a document here that may be useful - https://elsmar.com/Cove_Members/Steve's stuff/3_Choosing_performance_indicators_Day_One.pdf
 
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